Questão de Inglês — Referenciação, Anáfora e Catáfora (Língua Inglesa) — VUNESP 2026

The language of love has become increasingly common in contemporary discussions of work. People say they want to love their jobs, organizations promise roles candidates will love, and recruitment advertisements show employment as an emotional commitment rather than an economic transaction.

Across multiple studies involving thousands of employees, it was found that loving your job is not the same as being satisfied with your work or feeling engaged. Instead, it reflects three experiences coming together.

The first is enthusiasm for the work itself. People who love their jobs genuinely enjoy what they do and feel energized by their work. This goes beyond momentary satisfaction and reflects a deeper emotional connection to the work. The second is commitment to the organization. Loving your job involves feeling attached to the organization you work for, believing that its problems are your problems and finding meaning in your role within it. The third is connection with others at work. This does not mean oversharing or confusing professional boundaries. Rather, it reflects feeling emotionally connected to the people or community at work. This sense of trust and belonging makes work feel personally significant.

Employees who love their jobs often feel a strong sense of responsibility for their work and their organization. In supportive environments, this can be a strength; in unsupportive ones, it may make it harder to step back, set limits or recognize when demands have become unreasonable. In other words, love of the job may increase employees’ exposure to the effects of poor management.

Love cannot be manufactured, demanded or treated as a performance metric. It also cannot be substituted for effective management practices. Supporting love of the job means creating conditions where enjoyment, commitment, and connection can develop organically through meaningful work, supportive leadership and healthy job design. Love of the job does not replace good management; it depends on it.

(Nick Turner et al. www.theconversation.com, 16.02.2026. Adaptado.)